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The article reports that several businesses are maintaining or increasing their marketing budgets to promote specific brands regardless of the downturn in the 2008 U.S. economy and the threat of recession. It is noted that research finds that marketers can gain a larger share of the consumers' attention during a weak economy. Success depends on many factors, including changing consumer habits and brand loyalties. The marketing strategy is described as a defensive technique for many companies.

The article reports on the marketing possibilities of widgets, which companies see as a valuable viral advertising tool. Widgets are placed on online blogs, social network personal pages, and other online communities, and they link back to the company's web page. The article states that the growth of widgets will herald a new phase in Internet evolution. The article states that social network Facebook recently opened its site to accommodate widgets, and the response has been overwhelming. INSETS: WHAT IS IT?;FROM WWW TO WIDGETS: A VERY BRIEF HISTORY OF THE WEB.

This article focuses on how companies sustain their competitive advantage. The most successful organizations have learned to adjust to rapid changes with ease, experiment, find a niche, create new markets, concern themselves with customers and not competitors, offer personalized services and stay hungry. Examples of different corporations are included. INSET: Rupert Murdoch.

The article profiles Mary Minnick, head of marketing, strategy, and innovation at Coca-Cola Co. Minnick has gained notice at the company through her outspoken criticism of existing manufacturing and marketing techniques, which she regarded as complacent and not nearly aggressive enough for a globalized market. INSETS: Mary E. Minnick;Mary's Makeover.

The article examines how smart companies are creating new products, and whole new businesses, almost overnight. companies on the cutting edge are trying new techniques to help them break free of their old product-development habits. If they are to thrive in this competitive environment, they must innovate more and faster. Strategies include bridging the gap between technology and what consumers want to buy, launching new initiatives with small teams, breaking unwritten rules, outsourcing tasks to specialists, and finding ways to reuse the same technology or business model in additional markets. INSETS: It's the Latest Thing--Really;Programming at Warp Speed;From Handshake to Stores In Just Nine Months;How to Break Out Of Commodity Hell

The article examines how Swedish retailer Ikea became a global brand. Ikea accounts for just five to 10 percent of the furniture market in each country in which it operates. CEO Anders Dahlvig emphasizes brand awareness and lifestyle. To keep sales growing, Ikea is accelerating store rollouts. The key to the rollouts is preserving the strong enthusiasm that Ikea evokes. The global middle class that Ikea targets shares buying habits. Practices that define Ikea culture include egalitarianism and competitiveness. The company's designers work with in-house production teams to identify appropriate materials and least costly suppliers. Suppliers and designers customize some Ikea products to make them sell better in local markets. INSETS: What a Sweetheart Of a Love Seat;How to Build a Cilt Brand;Swden's Answer To Sam Walton;Need a Home to Go with that Sofa?

The article focuses on competition in the broadband era. SBC and Verizon Communications Inc. are spending billions to remain competitive. But now rivals, including Luxembourg startup Skype Technologies, are threatening their business through Internet technology, offering comparable calling services at half the price. Both SBC and Verizon are overhauling their operations to prepare for the new era. The two companies need to boost revenues from their new services faster than their old businesses fade away. But the wireless business is growing more challenging, so SBC and Verizon must move aggressively into new markets. INSET: Call to Arms.

Reports on how members of the baby boom generation are defying the expectations of marketers as far as how they want to live and shop. Revelation that the average life expectancy of a person born in the United States is now at 77.4 years, an all-time high; Discussion of the fact that only 20% of baby boomers believe they will stop working altogether as they age, according to a survey by Merrill Lynch & Co.

Offers a look at marketing strategies used by advertising companies in the U.S. Impact of technology that allows consumers to avoid television, Internet, and radio advertising on marketing strategy; Methods for evaluating the most valuable global brands; Methods used by global brands to create innovative marketing strategies; Profitability of developing a brand that is consistent and popular in international markets; Profile of several companies that have increased the global impact of their brands, including Samsung, Volkswagen, Sony, Levi's, and others.

Discusses how Clear Channel Communications is scrambling to compete in a changed media world. Roles of Chief Executive Mark P. Mays, Chief Financial Officer Randall Mays and John T. Tippit, senior vice-president for strategic development; Background on Clear Channel; Criticism of the radio broadcasting company; Impact of technology advances, the rapid rise of satellite radio and the Internet customization of media on Clear Channel; Empowerment of consumers due to new entertainment choices; Changes in the U.S. radio industry; Clear Channel strategies, including new media offerings; Clear Channel's planned split-up; Outlook for the company's restructuring.

Discusses the benefits from golf tournament sponsorship. The goal of pharmaceutical company Lilly ICOS when it linked up with the PGA Tour and sponsored the Cialis Western Open at a country club in Illinois; The marketing advantage in being a title sponsor on the PGA and Champions tours; The sponsorship programs of AstraZeneca, Outback Steakhouse, ACE insurance company, and BMW Manufacturing Co.; Factors influencing the sponsorship decision; Example of how charity and business development are combined in sponsorship deals.

Focuses on New York Times Co. chairman and owner of "The New York Times" newspaper, Arthur Ochs Sulzberger Jr. The challenges he faces with weak earnings, the aftermath of a plagiarism scandal involving Jayson Blair, and changes in the media industry; Background on Sulzberger who succeeded his father as publisher of the "Gray Lady"; Discussion of his business plan to enhance content and extend circulation; The influence of executives Janet L. Robinson, who replaced Russ Lewis, and Bill Keller, who replaced Howell Raines; The Sulzbergers commitment to quality journalism; Financial status of the franchise; Background on the firing of Executive Editor Raines; Effect of the presidential campaign on the newspaper and journalism; Background on Lewis and his influence on Sulzberger; The market position of the "Times"; The financial status of New York Times Digital. INSET: Strategy Report Card.

Examines the financial performance of Coca-Cola. Comments of CEO E. Neville Isdell on his return to the company from retirement; View that Coca-Cola faces financial trouble and lack of growth in sales; Impact of business strategies employed by the company's late CEO, Roberto C. Goizueta; Strength of Coca-Cola products in international markets; Competition between Coca-Cola and Pepsi; Influence of Coca-Cola's board of directors on the company's operations. INSETS: Breakdown;Following a Legend.

Focuses on Yao Ming, who is going into his third season with the NBA. The potential of the Houston Rockets center who was born in Shanghai; His popularity as a spokesman for various products, including Pepsi; How he spent his 24th birthday with coach Anthony Falsone; Idea that he could influence bilateral trade between the United States and China; The timing for Yao to promote products in China; His "star power"; Purpose of the two NBA preseason games against the Sacramento Kings in Shanghai and Beijing; Concern that Yao could be overexposed; Career highlights with the NBA; Deals he has made in the United States and China; Managers of the Yao enterprise: Bill A. Duffy, Bill Sanders, John Huizinga, M. Erik Zhang; The five-year marketing plan of Team Yao; How the team developed at a business school; Yao Ming's views on his earning power; Indication that he lives in a gated community in Houston; The agreement he had to make with China in order to play in the U.S. INSETS: RED STARS RISING;YAO MING;THE YAO EFFECT.

Examines how mass marketing is giving way to targeted micromarketing. Increasingly nuanced and insistent product preferences, which have divided the country into countless market segments; Emphasis on product placement, thematic and demographic targeting possible for magazine, cable TV and the Web; Threat to the advertising-dependent business model of traditional mass-media; Recent study predicting that by 2010, marketers will spend more for advertising on cable than on network television.

This article unveils the plan of Microsoft Corp. to focus on marketing products for home entertainment in 2002. The plan came in relation to the expected decline in personal computer sales. The company is spending more than $2 billion to build and market its Xbox game console. The digital home is the biggest market initiative by the company since it launched its assault on server computing. Microsoft is banking on its consumer business along with server sales to help revive its growth. Analysts speculate that Microsoft will be one of several top players in the digital home entertainment industry, but it will never dominate the industry the way it does in the software industry.

The article presents information on innovative marketing strategies adopted by various companies. More and more companies have chosen to promote their products through buzz marketing. Marketers are gradually learning to turn their brands into carefully guarded secrets. When automobile company DaimlerChrysler AG wanted to generate some prelaunch buzz for its FT Cruiser, it adopted the same strategy.

The article discusses the strategy of Sandy Warner, chief executive officer (CEO) of J.P. Morgan & Co. Inc., to take the company's class downmarket. By doing so, the company can attract midsize companies, millionaires, and high-technology startup. Warner also wagers that by focusing on higher-growth businesses, the company can escape the consolidation engulfing the financial industry. He can do by using the Internet to boost retail and institutional business and not mergers.

This article deals with the marketing campaign surrounding the release of the book Harry Potter and the Goblet of Fire in 2000. The books was a best seller, with nearly 8 million copies selling in 48 hours in the U.S. alone. The plots written by Scottish author J. K. Rowling captivated children everywhere. However, hype played a role in the popularity of the book. With contests, theme parties and giveaways, conditions were positive for the marketing of the book. Publisher Scholastic Inc. mixed in-store promotions with a few carefully placed advertisements to create a sense of celebration. It heightened the tension by keeping the title of the book jacket under wraps almost until the last minute, even forcing booksellers to sign secrecy agreements.

Describes the factors contributing to the success of French cosmetics company L'Oreal SA. Development of a portfolio of international brands; Role of chief executive Lindsay Owen-Jones in the company's global branding success; Marketing strategy of the company; Challenge to add brands while making sure that each keeps its distinct image; Acquisition activities; Cost control policy.

Presents information related to the business planning of Time Warner Inc. Report that Steve J. Ross, the chairman of the company announced a highly unorthodox $3 billion rights offering; Analyzes the merger of Warner Communications Inc. and Time Inc.; Information on the performance of the company in stock market; Mistrust of investors on Steve Ross's ambitious vision of a vertically integrated media and entertainment conglomerate.

Discusses the trend towards micromarketing in the U.S. consumer goods sector in 1989. Background on the concept of micromarketing; Impact on consumers; Various micromarketing approaches. INSET: HOW TO BE A MIRCO MARKETER.

Reports on the marketing strategy being developed by Detroit Automobile Co. to remain competitive despite the sales decline experienced by the automobile industry in the United States. Features of Detroit's advertising programs; Factors that influence the profitability of the country's automobile market; Primary competitors of Detroit in the market. INSET: The selling of a dream..

Reports that U.S. corporations are changing their marketing strategy to address the consumer group of baby boomers aged 50 and older. American Express; General Foods; American Telephone and Telegraph; Royal Cruise Line.

The article focuses on the rapid growth and product innovation of Coca-Cola Co. in the U.S. softdrink industry. It is noted that the company has been revitalized following the PepsiCo Inc.'s threat to Coke's title as king of food-store sales, and responded by expanding its name and adding more decaffeinated versions of Coke, diet Coke, and Tab. The marketing strategies and activities of Coke's expanded brand names are also explored.

The article discusses the implications of an increase in profits posted by the U.S.-based word processing equipment producer Wang Laboratories Inc. for its fiscal third quarter in 1982. The revenues of the company will exceed one billion dollars for the year ending June 30. The company is implementing a major change in market strategy aimed at expanding its product line. Other topics include the importance of management reform for the company, its attempt to improve its balance sheet and the efforts to improve Wang's decision-making process.

The article discusses the marketing approaches employed by Japan's Ministry of International Trade and Industry (MITI) to increase its world market share in computers over its top U.S. competitors. Japanese computer vendors were offering deep discounts to central banks and government agencies in an effort to market their plug-compatible computers which can run on IBM software. Other strategies include promoting trade up for customers and establishing a reputation for excellence.

The article focuses on the marketing strategy of Detroit auto industry to promote it has finally developed cars that can compete in quality and fuel economy performance with those automobiles shipped in from overseas. It says that General Motors Corp.'s tough marketing plan is to keep its J-cars from cutting into sales of Chevette. It adds that the price increases in spring of 1980, despite modest on average, show how sharply the industry is aiming to refocus its profits from big to small cars.

The article discusses the failure of Standard Brands Inc. chief executive officer F. Ross Johnson's growth and branding strategy. Topics addressed include not taking the time to streamline the company's marketing structure, the marketing disaster resulting from the launch of the Smooth N' Easy gravy mix, and a failure to diversify further from dependence on the corn syrup business. Also mentioned are the effects of a crash in sugar prices and plans to increase research and development spending.

The article focuses on the new marketing philosophy at Esmark Inc. as of May 1979. The purchase by Esmark of 63 million dollars worth of Pemcor Inc. stock is mentioned. The approach of Esmark president Donald P. Kelly to the Pemcor deal underscores the shift in priorities at Esmark. Kelly is convinced that the marketing-oriented thinking is the key to improving the uneven performance that company has experienced throughout the 1970s. The company's sudden interest in marketing is evident in its advertising and sales promotion expenditures.

The article discusses the domination of the U.S. automobile market by General Motors (GM) because of its timely car downsizing program. GM, which was first in remodeling its plants to accommodate car-size reduction, has captured almost 60 percent of the domestic market after 1979 models were launched in 1978. The operations and market share of Ford Motors, Chrysler and American Motors, antitrust claims against GM, the impact of GM's X-car on sales, GM's marketing tactics, and downsizing efforts by GM competitors are discussed. INSETS: GM'S FAMILY OF LOOK-ALIKES;AMC: RUN OVER, BUT NOT FLATTENED.

The article reports on the new marketing strategy of Sears, Roebuck & Co. led by its chairman Edward R. Telling in the U.S. in January 1979. It says that Sears will return to stocking more staple goods for middle class U.S. citizens, which will be geared more to function rather than fashion. The author adds that Sears plans to cut its advertising and promotions sharply and to focus more on field operations in order to implement a more consistent pricing. The defensive stance of Sears and the addition of its third major earnings base are also discussed.

The article discusses the new strategy of NCR Corp. to become a full-line supplier of electronic data-processing systems and terminals in the U.S. The strategy involves revamp of its product lines involving technical, marketing and manufacturing organizations focusing electronics and building traditional strengths in banking and retailing. It explains that the corporate move is made to cope up with the fast-moving age of electronic computers and computer terminals.

The article reports on the influx of marketers that are rushing to advertise products among Hispanic market in the U.S. According to "Hispanic Business Magazine," marketers spent $490 million advertising to Hispanics in 1987. Hispanics offer new possibilities for growth among marketers because their population is expanding at four times the national rate. For companies, the brand-conscious and brand-loyal Hispanics are a blast from a happier past.

The article focuses on the strategy of Arthur Lynch Williams Jr. in promoting his life insurance company, A.L. Williams & Associates, in the U.S. According to the author, Williams' strategy is based on his experience as a former math teacher and football coach. He is now selling low cost high quality life insurance with the help of 183,000 agents which accumulated $600 million worth of premiums making his business exceeds other insurance giants.

The article highlights marketing trends in the automobile industry in the U.S. as of 1984. More than 300 new and carryover car models from domestic carmakers and an additional 150 from overseas have entered the local market. Car offerings are specifically made to trendy buyers whose age falls from late 20s to early 30s. Their marketing strategy revolved around offering customers everything in every combination to let buyers build the car. INSET: CREATIVE FINANCING COMES TO THE CAR MARKET.

The article reports on the marketing strategies of computer software companies. The change in emphasis from computer hardware to software was due to customers' demand for packaged software that will allow them to apply computer power to various tasks. The International Business Machines Corp. consolidate all its software efforts into a single, entrepreneurial unit. INSETS: 'A LOT OF PEOPLE ARE WATCHING FOR US TO FALL DOWN';'ONE DAY WE COULD GIVE AWAY HARDWARE TO SELL SOFTWARE';PRODUCT VARIETY 'GIVES US A STRENGTH NO ONE ELSE HAS'.

The article focuses on the marketing strategy of Freightliner Corp. to promote its heavy trucks and penetrate in the East of the U.S. on its own. Freightliner president William E. Critzer has been hustling to create and train a dealer network for its heavy truck market after deciding to separate from Consolidated Freightways Inc. The company has established a closer relationship with dealers by setting up a support operation and has decided to push ideas that its trucks are efficient machines.

The article presents an analysis on the impact of demographic trends to beverage industry in the U.S. According to the data released by the National Soft Drink Association and Census Bureau, the key problems for soft-drink producers are the slowing down of growth and shrinking market. Consumers between the ages of 13 and 24 are the lifeblood of the soft drink industry which consumes 823 cans of soda pop each year. Moreover, the marketing strategies of Coca-Cola Co. are also discussed.

This article compares the divergent management and business operating philosophies of General Electric Co. (GE) and Westinghouse Electric Corp. The two companies are competing in two major markets namely, the power equipment sector which includes steam and gas turbines, nuclear power reactors and transformers, and industrial products which include electrical components and engineering services. The article reveals that GE has overtaken its main competitor through strong financial controls and effective marketing strategies.

The article discusses the marketing strategy of Philip Morris Inc., manufacturer of cigarettes, for its Merit brand of cigarettes in the U.S. It states that John T. Landy, executive vice president of marketing, told the committee that he plans to launch Merit into national market without conducting any traditional test marketing. Moreover, the company will sell some 7.4 billion cigarettes worth 100 million dollars.

The article discusses the marketing strategies of Revlon Inc. under the management of chief executive Michel C. Bergerac in the U.S. It states that Revlon is the second largest seller of cosmetics and fragrances next to Avon Products Inc. which generated 748.9 million dollars in sales in 1975. According to Bergerac, the key elements to business success are planning, communication and organization.

The article presents an analysis on the downfall of plainpaper copier machine manufacturer Xerox Corp. in 1975 in the U.S. It notes that the decrease on the sales of Xerox copiers was due to inflation, lesser demand, and the recession. It mentions that the decline of the annual sales growth of the firm might affect its long-range market strategy. Moreover, it also explores the plans and diversification initiatives of the firm in dealing with the crisis.

Information about several topics discussed at the annual meeting held by cosmetics company Avon Products Inc. at the Americana Hotel in Manhattan, New York in 1974 is presented. Topics include the strategies to improve company's profit margins. The meeting featured Fred G. Fusee, chairman and chief executive of the said company.

The article discusses the impact of energy crisis, price controls and raw-material shortage on American businesses. Anderson Clayton & Co., maker of Chiffon margarine, is facing plastic shortage which can force it to either switch to an alternate package or temporarily drop the product from its line. According to the article, many companies are re-examining their product lines and shifting the whole trust of their product mix and marketing strategy. Additionally, companies are forced to re-evaluate the way they process raw materials.

The article presents information on the new marketing strategy of Dayton, Ohio-based National Cash Register Co. In a marketing reorganization, the company will begin selling by vocation or industry rather than by product line beginning January 1, 1974. The company sells everything from relatively simple numerical recording and sorting devices to medium-power mainframe computers.

The article focuses on the use of marketing by Mogul Corp. in increasing the sales of its water treatment chemicals. It states that the marketing strategy of Mogul, an expert in water analysis and supplier of water treatment chemicals, focused on raising awareness regarding the water regulations of the U.S. Environmental Protection Agency (EPA) and mentions about the benefits that the company had by using brochures, to communicate executives about waste water discharge, in increasing sales.

Profiles Eastman Kodak Co.'s chief executive officer George M.C. Fisher and his management strategies. Comparison between strategy of Fisher and the game plan of Kodak's founder, George Eastman; Information on spending by Kodak on research and development, diversification, and repeated restructuring; Discussion on Kodak reorganizations and its goals; Implications of the go-slow approach of Fisher; Information on Kodak's entry in digital imaging market; Implications of digital technology for the company. INSETS: Fisher's Bold Beginning...And The Challenges Ahead;Kodak's New-Product Offensive.

The article discusses the efforts of U.S. executives to launch various business activities that can improve their sales during the summer of 1954. Around 100 merchants in Pittsburgh, Pennsylvania participated in the Golden Triangle Day Celebration in the area as they offer free rides home, free movies and special sales for children. The author mentions that one of the factors that contributed to the increased business activities every summer is the idea that it is a good season for introducing new films.

The article offers information on the marketing strategy of point-of-purchase display, which is used to attract consumers. It states that the marketing strategy make use of advertising to make the consumer buy the product right away. It mentions that it works as an assault on the senses of the consumers. It highlights that the impact on consumers depends upon how well the display is made.